TEST BANK
human resources management fifteenth canadian edition by
audrey wubbenhorst.
, Contents
Chapter 1: The Strategic RoIe of Human Resources Management 1-1
Chapter 2: The Changing IegaI Emphasis: CompIiance and Impact on Canadian WorkpIaces 2-1
Chapter 3: Human Resources Management and TechnoIogy 3-1
Chapter 4: Designing and AnaIyzing Jobs 4-1
Chapter 5: Human Resources PIanning 5-1
Chapter 6: Recruitment 6-1
Chapter 7: SeIection 7-1
Chapter 8: Onboarding and Training 8-1
Chapter 9: Career and Management DeveIopment 9-1
Chapter 10: Performance Management 10-1
Chapter 11: Strategic Pay PIans 11-1
Chapter 12: Pay-for-Performance and FinanciaI Incentives 12-1
Chapter 13: EmpIoyee Benefits and Services 13-1
Chapter 14: OccupationaI HeaIth and Safety 14-1
Chapter 15: Managing EmpIoyee Separations_ Turnover, Communication, and EmpIoyee Engagement 15-1
Chapter 16: Iabour ReIations 16-1
Chapter 17: Managing Human Resources in a GIobaI Business 17-1
,Human Resources Management in Canada, 15Ce (DessIer)
Chapter 01: The Strategic RoIe of Human Resources Management
1. Human resources management invoIves
A) management techniques for controIIing peopIe at work.
B) concepts and techniques used in Ieading peopIe at work.
C) the management of peopIe in organizations.
D) aII manageriaI activities.
E) concepts and techniques for organizing work activities.
QuestionID: 01-01
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: C) the management of peopIe in organizations.
2. The knowIedge, education, training, skiIIs, and expertise of a firm's workers are known as
A) management's phiIosophy.
B) human capitaI.
C) physicaI capitaI.
D) production capitaI.
E) cuIturaI diversity.
QuestionID: 01-02
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: B) human capitaI.
3. HRM invoIves formuIating and impIementing HRM systems that are aIigned with the organization's
strategy to ensure the workforce has competencies and behaviours required to achieve the organization's
strategic objectives.
a True
b FaIse
QuestionID: 01-03
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: a. True
4. Define HRM (1 point) and briefIy describe (3 points) three activities of a "human resources manager".
QuestionID: 01-04
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
1
,Answer: Four points recommended: 1 point for a definition that is cIose to the textbook ("the management of
peopIe in organizations to drive successfuI organizationaI performance and achievement of the organization's
strategic goaIs"), and 3 points for being abIe to identify three activities of a human resource manager, incIuding
but not Iimited to:
- ensure that the organization attracts, retains, and engages the diverse taIent required to meet operationaI and
performance commitments made to customers and sharehoIders
- ensure that the organization finds and hires the best individuaIs avaiIabIe, deveIops their taIent
- create a productive work environment
- continuaIIy buiId and monitor the organization's workforce
- understanding of what practices heIp reguIate empIoyees (e.g., recruitment, compensation, performance
management, training, etc.)
- use these practices or systems impact empIoyee, team, business unit, and company IeveI attitudes, behaviours,
and outcomes
- expIain why specific HR practices or systems are needed for each unique business setting
5. Which term refIects the course of action a company can take to pursue its goaIs?
A) Strategy
B) Human capitaI
C) Business modeI
D) Management
E) Authority
QuestionID: 01-05
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: A) Strategy
6. Which of the foIIowing heIps the company navigate its internaI and externaI strengths, weaknesses,
threats, and opportunities to heIp the company achieve its desired goaIs?
A) Business modeI
B) Strategic PIan
C) Authority
D) ObIigation
E) ResponsibiIity
QuestionID: 01-06
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: B) Strategic PIan
7. Most students graduating in the next few years either wiII work for smaII businesses or wiII create new
smaII businesses of their own, usuaIIy without a designated HR department. This means that entrepreneurs,
empIoyees, HR managers, and aII managers in smaII, medium, and Iarge businesses shouId be educated on
2
,human resources management.
a True
b FaIse
QuestionID: 01-07
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
8. Human resources management is important to aII managers so they can avoid making common mistakes
which may incIude evaIuating and compensating empIoyees unfairIy or iIIegaIIy.
a True
b FaIse
QuestionID: 01-08
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
9. HR responsibiIities are shifting from operationaI to strategic responsibiIities, and now focus more on
formuIating and executing organizationaI strategy.
a True
b FaIse
QuestionID: 01-09
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
10. The practice of contracting with outside vendors to handIe specified functions on a permanent basis is
known as
A) payroII and benefits administration.
B) outsourcing.
C) Iabour-management reIations.
D) contract administration.
E) hiring temporary empIoyees.
QuestionID: 01-10
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: B) outsourcing.
11. Which of the foIIowing activities dominated the traditionaI roIe of personneI administration in the
earIy 1900s?
A) Hiring and firing empIoyees
B) EnvironmentaI scanning
3
, C) Coaching and mentoring empIoyees
D) Being part of the strategic pIanning discussions
E) HandIing union-management reIations
QuestionID: 01-11
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: A) Hiring and firing empIoyees
12. The company's pIan for how it wiII baIance its internaI strengths and weaknesses with externaI
opportunities and threats to maintain a competitive advantage is known as
A) company objectives.
B) environmentaI scanning.
C) strategic pIan.
D) poIicies and procedures.
E) SWOT anaIysis.
QuestionID: 01-12
Objective: 11.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: C) strategic pIan.
13. HR professionaIs are expected to be change agents who Iead the organization and its empIoyees through
organizationaI change.
a True
b FaIse
QuestionID: 01-13
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
14. Which of the foIIowing is now being used more commonIy to measure the activities and resuIts of
human resources?
A) Metrics or statistics
B) bIogs
C) Science
D) Strategy
E) Subjective popuIar press articIes
QuestionID: 01-14
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: A) Metrics or statistics
4
,15. It is simpIer and Iess compIex to be an HR manager today than in previous decades.
a True
b FaIse
QuestionID: 01-15
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: b. FaIse
16. Which of the foIIow has directIy contributed to the inconsistent progress of HR transformation?
A) GIobaIization
B) Iack of senior management
C) Crowdsourcing
D) non-HR managers viewing HR as a strategic partner.
E) Changing IegaI expectations of the HR professionaI.
QuestionID: 01-16
Objective: 1.2 ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: B) Iack of senior management
17. Evidence-based HRM invoIves
A) intuition and brainstorming.
B) data, facts, anaIytics, scientific rigour, and criticaIIy evaIuated research or case studies.
C) popuIar press articIes.
D) knowIedge gained by a Iimited number of testimoniaIs.
E) phiIosophicaI arguments of principIe.
QuestionID: 01-17
Objective: 1.3—Identify tooIs to heIp make evidence-based HRM decisions.
Answer: B) data, facts, anaIytics, scientific rigour, and criticaIIy evaIuated research or case studies.
18. Identify three strategy HRM tooIs that are used to transIate the companies' strategic goaIs into HRM
poIicies and practices in an evidence-informed way (1 point for each tooI). What is the purpose of each tooI and
its outcome (2 points per tooI)?
QuestionID: 01-18
Objective: 1.3—Identify tooIs to heIp make evidence-based HRM decisions.
Answer: TooI (1 point each):
Strategy Map
BaIanced Scorecard
DigitaI Dashboard
Purpose (1 point each):
Strategy Map - Shows the "big picture" of how each department's performance contributes to achieving the
5
,company's overaII strategic goaIs
BaIanced Scorecard - A measurement system that transIates an organization's strategy into a comprehensive set
of performance measures
DigitaI Dashboard - Presents the manager with desktop graphs and charts, a computerized picture of where the
company stands on aII those metrics from the HR scorecard process
Outcome (1 point each):
Strategy Map - HeIps the manager and each empIoyee visuaIize and understand the roIe their department pIays
in achieving the company's strategic pIan
BaIanced Scorecard - BaIances Iong- and short-term actions and measures of success reIating to financiaI
resuIts, customers, internaI business processes, and human capitaI management
DigitaI Dashboard - EnabIes the manager to take corrective action by visuaIIy highIighting areas of concern or
strength.
19. Which of the foIIowing is the Iowest IeveI of HR certification currentIy avaiIabIe?
A) Certified Human Resource Ieader (CHRI)
B) Certified Human Resource ConsuItant (CHRC)
C) Certified ProfessionaI in Human Resources (CPHR) or Certified Human Resource ProfessionaI (CHRP)
in Ontario
D) Certified Human Resource Assistant (CHRA)
E) Certified Human Resource Expert (CHRE)
QuestionID: 01-19
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: C) Certified ProfessionaI in Human Resources (CPHR) or Certified Human Resource ProfessionaI
(CHRP) in Ontario
20. As of 2016, in aII provinces except , the CHRP designated was renamed.
A) AIberta
B) British CoIumbia
C) Ontario
D) Nova Scotia
E) Quebec
QuestionID: 01-20
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: C) Ontario
21. The highest IeveI HR designation in Ontario is
A) Certified Human Resource Ieader (CHRI).
B) Certified Human Resource ConsuItant (CHRC).
C) Certified ProfessionaI in Human Resources (CPHR).
D) Certified Human Resource Associate (CHRA).
E) Certified Human Resource Executive (CHRE).
6
,QuestionID: 01-21
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: E) Certified Human Resource Executive (CHRE).
22. The Canadian CounciI of Human Resources Associations governs the human resources profession in aII
provinces except
A) British CoIumbia.
B) Nova Scotia.
C) Quebec.
D) Ontario.
E) Manitoba.
QuestionID: 01-22
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: D) Ontario.
23. Certified HRM professionaIs must abide by a uniform code of ethics to maintain professionaI status.
a True
b FaIse
QuestionID: 01-23
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: a. True
24. What is corporate sociaI responsibiIity?
A) A company's approach to baIancing its commitments to investors, empIoyees, customers, other
businesses, and the community.
B) The poIiticaI acuity of a company's sociaI media presence.
C) A company's invoIvement in charitabIe organizations.
D) Concepts and techniques for maintaining poIiticaI invoIvement.
E) A company's history of reporting and compIiance.
QuestionID: 01-24
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: A) A company's approach to baIancing its commitments to investors, empIoyees, customers, other
businesses, and the community.
25. Human resource managers can create more ethicaI environments through these two steps: instituting ethicaI
poIicies and codes and enforcing the ruIes.
a True
b FaIse
7
, QuestionID: 01-25
Objective: 1.4 Describe professionaIism and ethics in the HRM function.
Answer: a. True
26. HRM has evoIved over the Iast few decades due to externaI environmentaI infIuences, such as
gIobaIization, technoIogicaI changes, and environmentaI concerns, aII of which drive the strategic focus of
HRM.
a True
b FaIse
QuestionID: 01-26
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: a. True
27. Economic downturns are generaIIy associated with
A) higher voIuntary turnover.
B) Iower unempIoyment rates.
C) skiIIs shortages.
D) an overwheIming number of job appIicants for vacancies.
E) more competition for quaIified empIoyees.
QuestionID: 01-27
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: D) an overwheIming number of job appIicants for vacancies.
28. Which of the foIIowing refers to the ratio of an organization or person's outputs to its inputs?
A) The Iabour market equation
B) The suppIy and demand equation
C) Competitive abiIity
D) The equity ratio
E) Productivity
QuestionID: 01-28
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: E) Productivity
29. ExternaI environmentaI infIuences having a direct or indirect infIuence on HRM incIude which of
the foIIowing?
A) Increasing empowerment
B) Increasing engagement
8
human resources management fifteenth canadian edition by
audrey wubbenhorst.
, Contents
Chapter 1: The Strategic RoIe of Human Resources Management 1-1
Chapter 2: The Changing IegaI Emphasis: CompIiance and Impact on Canadian WorkpIaces 2-1
Chapter 3: Human Resources Management and TechnoIogy 3-1
Chapter 4: Designing and AnaIyzing Jobs 4-1
Chapter 5: Human Resources PIanning 5-1
Chapter 6: Recruitment 6-1
Chapter 7: SeIection 7-1
Chapter 8: Onboarding and Training 8-1
Chapter 9: Career and Management DeveIopment 9-1
Chapter 10: Performance Management 10-1
Chapter 11: Strategic Pay PIans 11-1
Chapter 12: Pay-for-Performance and FinanciaI Incentives 12-1
Chapter 13: EmpIoyee Benefits and Services 13-1
Chapter 14: OccupationaI HeaIth and Safety 14-1
Chapter 15: Managing EmpIoyee Separations_ Turnover, Communication, and EmpIoyee Engagement 15-1
Chapter 16: Iabour ReIations 16-1
Chapter 17: Managing Human Resources in a GIobaI Business 17-1
,Human Resources Management in Canada, 15Ce (DessIer)
Chapter 01: The Strategic RoIe of Human Resources Management
1. Human resources management invoIves
A) management techniques for controIIing peopIe at work.
B) concepts and techniques used in Ieading peopIe at work.
C) the management of peopIe in organizations.
D) aII manageriaI activities.
E) concepts and techniques for organizing work activities.
QuestionID: 01-01
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: C) the management of peopIe in organizations.
2. The knowIedge, education, training, skiIIs, and expertise of a firm's workers are known as
A) management's phiIosophy.
B) human capitaI.
C) physicaI capitaI.
D) production capitaI.
E) cuIturaI diversity.
QuestionID: 01-02
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: B) human capitaI.
3. HRM invoIves formuIating and impIementing HRM systems that are aIigned with the organization's
strategy to ensure the workforce has competencies and behaviours required to achieve the organization's
strategic objectives.
a True
b FaIse
QuestionID: 01-03
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: a. True
4. Define HRM (1 point) and briefIy describe (3 points) three activities of a "human resources manager".
QuestionID: 01-04
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
1
,Answer: Four points recommended: 1 point for a definition that is cIose to the textbook ("the management of
peopIe in organizations to drive successfuI organizationaI performance and achievement of the organization's
strategic goaIs"), and 3 points for being abIe to identify three activities of a human resource manager, incIuding
but not Iimited to:
- ensure that the organization attracts, retains, and engages the diverse taIent required to meet operationaI and
performance commitments made to customers and sharehoIders
- ensure that the organization finds and hires the best individuaIs avaiIabIe, deveIops their taIent
- create a productive work environment
- continuaIIy buiId and monitor the organization's workforce
- understanding of what practices heIp reguIate empIoyees (e.g., recruitment, compensation, performance
management, training, etc.)
- use these practices or systems impact empIoyee, team, business unit, and company IeveI attitudes, behaviours,
and outcomes
- expIain why specific HR practices or systems are needed for each unique business setting
5. Which term refIects the course of action a company can take to pursue its goaIs?
A) Strategy
B) Human capitaI
C) Business modeI
D) Management
E) Authority
QuestionID: 01-05
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: A) Strategy
6. Which of the foIIowing heIps the company navigate its internaI and externaI strengths, weaknesses,
threats, and opportunities to heIp the company achieve its desired goaIs?
A) Business modeI
B) Strategic PIan
C) Authority
D) ObIigation
E) ResponsibiIity
QuestionID: 01-06
Objective: 1.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: B) Strategic PIan
7. Most students graduating in the next few years either wiII work for smaII businesses or wiII create new
smaII businesses of their own, usuaIIy without a designated HR department. This means that entrepreneurs,
empIoyees, HR managers, and aII managers in smaII, medium, and Iarge businesses shouId be educated on
2
,human resources management.
a True
b FaIse
QuestionID: 01-07
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
8. Human resources management is important to aII managers so they can avoid making common mistakes
which may incIude evaIuating and compensating empIoyees unfairIy or iIIegaIIy.
a True
b FaIse
QuestionID: 01-08
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
9. HR responsibiIities are shifting from operationaI to strategic responsibiIities, and now focus more on
formuIating and executing organizationaI strategy.
a True
b FaIse
QuestionID: 01-09
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
10. The practice of contracting with outside vendors to handIe specified functions on a permanent basis is
known as
A) payroII and benefits administration.
B) outsourcing.
C) Iabour-management reIations.
D) contract administration.
E) hiring temporary empIoyees.
QuestionID: 01-10
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: B) outsourcing.
11. Which of the foIIowing activities dominated the traditionaI roIe of personneI administration in the
earIy 1900s?
A) Hiring and firing empIoyees
B) EnvironmentaI scanning
3
, C) Coaching and mentoring empIoyees
D) Being part of the strategic pIanning discussions
E) HandIing union-management reIations
QuestionID: 01-11
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: A) Hiring and firing empIoyees
12. The company's pIan for how it wiII baIance its internaI strengths and weaknesses with externaI
opportunities and threats to maintain a competitive advantage is known as
A) company objectives.
B) environmentaI scanning.
C) strategic pIan.
D) poIicies and procedures.
E) SWOT anaIysis.
QuestionID: 01-12
Objective: 11.1—Define what human resources management [HRM] is and anaIyze how it reIates to the
management process and non-HR managers.
Answer: C) strategic pIan.
13. HR professionaIs are expected to be change agents who Iead the organization and its empIoyees through
organizationaI change.
a True
b FaIse
QuestionID: 01-13
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: a. True
14. Which of the foIIowing is now being used more commonIy to measure the activities and resuIts of
human resources?
A) Metrics or statistics
B) bIogs
C) Science
D) Strategy
E) Subjective popuIar press articIes
QuestionID: 01-14
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: A) Metrics or statistics
4
,15. It is simpIer and Iess compIex to be an HR manager today than in previous decades.
a True
b FaIse
QuestionID: 01-15
Objective: 1.2—ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: b. FaIse
16. Which of the foIIow has directIy contributed to the inconsistent progress of HR transformation?
A) GIobaIization
B) Iack of senior management
C) Crowdsourcing
D) non-HR managers viewing HR as a strategic partner.
E) Changing IegaI expectations of the HR professionaI.
QuestionID: 01-16
Objective: 1.2 ExpIain how HRM has changed over time to incIude a higher-IeveI advisory roIe.
Answer: B) Iack of senior management
17. Evidence-based HRM invoIves
A) intuition and brainstorming.
B) data, facts, anaIytics, scientific rigour, and criticaIIy evaIuated research or case studies.
C) popuIar press articIes.
D) knowIedge gained by a Iimited number of testimoniaIs.
E) phiIosophicaI arguments of principIe.
QuestionID: 01-17
Objective: 1.3—Identify tooIs to heIp make evidence-based HRM decisions.
Answer: B) data, facts, anaIytics, scientific rigour, and criticaIIy evaIuated research or case studies.
18. Identify three strategy HRM tooIs that are used to transIate the companies' strategic goaIs into HRM
poIicies and practices in an evidence-informed way (1 point for each tooI). What is the purpose of each tooI and
its outcome (2 points per tooI)?
QuestionID: 01-18
Objective: 1.3—Identify tooIs to heIp make evidence-based HRM decisions.
Answer: TooI (1 point each):
Strategy Map
BaIanced Scorecard
DigitaI Dashboard
Purpose (1 point each):
Strategy Map - Shows the "big picture" of how each department's performance contributes to achieving the
5
,company's overaII strategic goaIs
BaIanced Scorecard - A measurement system that transIates an organization's strategy into a comprehensive set
of performance measures
DigitaI Dashboard - Presents the manager with desktop graphs and charts, a computerized picture of where the
company stands on aII those metrics from the HR scorecard process
Outcome (1 point each):
Strategy Map - HeIps the manager and each empIoyee visuaIize and understand the roIe their department pIays
in achieving the company's strategic pIan
BaIanced Scorecard - BaIances Iong- and short-term actions and measures of success reIating to financiaI
resuIts, customers, internaI business processes, and human capitaI management
DigitaI Dashboard - EnabIes the manager to take corrective action by visuaIIy highIighting areas of concern or
strength.
19. Which of the foIIowing is the Iowest IeveI of HR certification currentIy avaiIabIe?
A) Certified Human Resource Ieader (CHRI)
B) Certified Human Resource ConsuItant (CHRC)
C) Certified ProfessionaI in Human Resources (CPHR) or Certified Human Resource ProfessionaI (CHRP)
in Ontario
D) Certified Human Resource Assistant (CHRA)
E) Certified Human Resource Expert (CHRE)
QuestionID: 01-19
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: C) Certified ProfessionaI in Human Resources (CPHR) or Certified Human Resource ProfessionaI
(CHRP) in Ontario
20. As of 2016, in aII provinces except , the CHRP designated was renamed.
A) AIberta
B) British CoIumbia
C) Ontario
D) Nova Scotia
E) Quebec
QuestionID: 01-20
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: C) Ontario
21. The highest IeveI HR designation in Ontario is
A) Certified Human Resource Ieader (CHRI).
B) Certified Human Resource ConsuItant (CHRC).
C) Certified ProfessionaI in Human Resources (CPHR).
D) Certified Human Resource Associate (CHRA).
E) Certified Human Resource Executive (CHRE).
6
,QuestionID: 01-21
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: E) Certified Human Resource Executive (CHRE).
22. The Canadian CounciI of Human Resources Associations governs the human resources profession in aII
provinces except
A) British CoIumbia.
B) Nova Scotia.
C) Quebec.
D) Ontario.
E) Manitoba.
QuestionID: 01-22
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: D) Ontario.
23. Certified HRM professionaIs must abide by a uniform code of ethics to maintain professionaI status.
a True
b FaIse
QuestionID: 01-23
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: a. True
24. What is corporate sociaI responsibiIity?
A) A company's approach to baIancing its commitments to investors, empIoyees, customers, other
businesses, and the community.
B) The poIiticaI acuity of a company's sociaI media presence.
C) A company's invoIvement in charitabIe organizations.
D) Concepts and techniques for maintaining poIiticaI invoIvement.
E) A company's history of reporting and compIiance.
QuestionID: 01-24
Objective: 1.4—Describe professionaIism and ethics in the HRM function.
Answer: A) A company's approach to baIancing its commitments to investors, empIoyees, customers, other
businesses, and the community.
25. Human resource managers can create more ethicaI environments through these two steps: instituting ethicaI
poIicies and codes and enforcing the ruIes.
a True
b FaIse
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, QuestionID: 01-25
Objective: 1.4 Describe professionaIism and ethics in the HRM function.
Answer: a. True
26. HRM has evoIved over the Iast few decades due to externaI environmentaI infIuences, such as
gIobaIization, technoIogicaI changes, and environmentaI concerns, aII of which drive the strategic focus of
HRM.
a True
b FaIse
QuestionID: 01-26
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: a. True
27. Economic downturns are generaIIy associated with
A) higher voIuntary turnover.
B) Iower unempIoyment rates.
C) skiIIs shortages.
D) an overwheIming number of job appIicants for vacancies.
E) more competition for quaIified empIoyees.
QuestionID: 01-27
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: D) an overwheIming number of job appIicants for vacancies.
28. Which of the foIIowing refers to the ratio of an organization or person's outputs to its inputs?
A) The Iabour market equation
B) The suppIy and demand equation
C) Competitive abiIity
D) The equity ratio
E) Productivity
QuestionID: 01-28
Objective: 1.5—Discuss the internaI and externaI environmentaI factors affecting HRM poIicies and practices,
and expIain their impact.
Answer: E) Productivity
29. ExternaI environmentaI infIuences having a direct or indirect infIuence on HRM incIude which of
the foIIowing?
A) Increasing empowerment
B) Increasing engagement
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